LEADERSHIP COMPETENCY FRAMEWORK
|
|
- Anastasia McBride
- 5 years ago
- Views:
Transcription
1 LEADERSHIP COMPETENCY FRAMEWORK 1
2 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for operational management Service Managers responsible for bridging the day to day operational management with a focus on strategic management JMT responsible for strategic management The Leadership Competency Framework describes the key competencies which will enable management to: Achieve the strategic aims of the Council Drive culture change Deliver high performance Competencies describe the behaviour that lies behind competent performance. The behaviours identified are those which the Council value and believe will help to achieve the long term goals. The Leadership Competency Framework outlines seven competencies which have been identified as the key leadership behaviours which every manager needs to model in the organisation. These are: Leadership Leading Change Organisational & Strategic Perspective Winning Commitment Analysis & Decision Making Creativity & Innovation Delivering Results Each competency in the Leadership Competency Framework consists of: A definition A description of how it links to the Council s strategic aims and cultural change A list of the competency indicators Contra indicators which indicate an urgent development need 2
3 The Leadership Competency Framework is a really useful tool to describe the behaviours we expect to see from our leaders at every management level. It will provide a common language and consistent framework for assessing and developing behavioural attributes across the management group. How the Leadership Competency Framework will Support Change The Leadership Competency Framework will support change by providing a framework to describe the behaviours that are valued in the organisation. Changes to the way people behave will over time drive culture change and improve organisational performance. Leadership Behaviours Leadership Leading Change Organisational & Strategic Perspective Winning Commitment Analysis & Decision Making Creativity & Innovation Delivering Results Creating a Culture of: Openness & transparency Accountability Innovation Performance Focus Results Driven Leading to: An improved climate Enhanced organisational performance How the Leadership Competency Framework will be used The Leadership Competency Framework will be used for recruitment, performance management, development and talent management discussions. For instance using competencies in the performance review process can help to assess not only whether the individual has fulfilled their objectives but also which competencies they have demonstrated while doing so and which ones they need to work on. The performance review meeting can then be used to discuss the means by which these competencies will be learned and developed with the intention of helping the individual to further improve their performance. This framework is not intended to be used as a tick box exercise. The competency indicators provide examples of how the competency can be demonstrated in the workplace. Performance discussions should be based on the employee providing examples to their manager of how they have demonstrated each competency or where they feel they need to develop in a competency area. 3
4 Leadership Competency Leadership Leading Change Organisational & Strategic Perspective Winning Commitment Analysis and Decision Making Creativity & Innovation Delivering Results Definition A true leader motivates, inspires and gains support from others through mutual trust without the need to rely on hierarchy and authority. Provides a compelling vision which motivates others to work towards team goals, setting clear objectives and holding people to account for results. Encourages and offers support to others in challenging situations. Enables staff to improve their performance and develop the capability of people. Understands the need for change and embraces change in a positive manner. Communicates the vision for change by engaging and facilitating others to work collaboratively to achieve real change. Seeks out opportunities to effect change to improve organisational performance. Develops self and others to respond effectively to change communicating change clearly to all those around them. Clearly sees the bigger picture and demonstrates an in depth knowledge of how their role supports the achievement of organisational objectives and the wider public sector. Creates clear strategies which take into account the external and political context to maximise the opportunity to add value to the community and support economic growth. Builds positive and trusting relationships with colleagues, partners and customers to get business done. Develops internal and external networks which enable business to be delivered in an efficient and effective way. Encourages collaboration and commitment with various stakeholders to deliver the best in public service. Identifying the key issues, breaking down problems and establishing facts. Using sound judgement to make informed decisions. Creating evidence based strategies and plans which take into account different options, benefits, risks and solutions to make effective decisions even in time critical situations. Standing back from the detail, taking a broader perspective and developing new ideas to take the organisation forward. Creating strategies and plans which take into account innovative, new approaches which are being trialled in other sectors and industries. Being energetic and tenacious in the achievement of goals. Takes initiatives which often involve calculated risks and demonstrates the personal drive to do things better, more effectively, and in a way that exceeds goals and targets. It includes looking for new challenges and not being satisfied with the status quo but not making change for change s sake. 4
5 Leadership Definition: A true leader motivates, inspires and gains support from others through mutual trust without the need to rely on hierarchy and authority. Provides a compelling vision which motivates others to work towards team goals, setting clear objectives and holding people to account for results. Encourages and offers support to others in challenging situations. Enables staff to improve their performance and develop the capability of people. Link to Strategy: Strong leadership supports the delivery of excellent organisational performance. By creating clarity of direction and a common vision leaders can enhance the future performance of their team Leads from the front communicating and motivating people towards stretching goals Takes responsibility for the delivery of the service outcomes Clarifies strategies and plans giving a clear sense of purpose and direction to the team Makes it clear who is responsible for what and how results will be measured Visible to staff and stakeholders undertaking activities to engage and build trust with people Promotes the work of the team and plays an active part in supporting the organisations values and behaviours Keeps teams informed of progress and shows how their contribution supports the delivery of the corporate strategy Identifies and nurtures talent throughout their area to improve organisational performance Recognises, respects and rewards the contribution and achievements of others Uses a broad range of leadership styles to achieve results Maintains personal development to keep up to date with modern/current leadership Maintains morale and motivation during times of uncertainty remaining positive and upbeat Confronts unacceptable behaviour openly and acts to correct it Deals with performance issues identifying areas for improvement and action Takes the credit for others achievements Inappropriately uses status to manage others Gives in readily when challenged Adopts a Do as I say, not as I do approach Unable to translate, articulate and inspire people Gives the team total freedom and no guidance Overlooks opportunities to champion achievements of others Operates independently with little communication Doesn t tailor the messages to the audience Lacks awareness of different agendas and motivations of others No awareness of the impact of their behaviours on others Team members left to cope with difficult situations on their own Avoids challenging underperformance/inappropriate behaviour Doesn t display a one team ethos Doesn t take responsibility for corporate issues Steps back and lets the team deal with difficult situations Lack of visibility 5
6 Leading Change Definition: Understands the need for change and embraces change in a positive manner. Communicates the vision for change by engaging and facilitating others to work collaboratively to achieve real change. Seeks out opportunities to effect change to improve organisational performance. Develops self and others to respond effectively to change communicating change clearly to all those around them. Link to Strategy: Effective management of change is a significant contributor to organisational performance. By creating an environment where change becomes the norm allows others to be more flexible and responsive to change and minimises the disruption that change can have on the workplace. Recognises and accepts the need for change and communicates this in a positive way Effectively uses change management processes to implement change Monitors progress on the delivery of change in their area delivering results that are aligned to the corporate strategy. Gains buy in and commitment to the change through effective consultation and communication processes Provides staff with a belief that change is achievable and their contribution matters Inspires staff to contribute to and lead on change initiatives within and outside of their area Communicates a consistent message to keep all relevant parties informed of change and why there is the need for change Builds support and commitment to change through their leadership style Takes accountability for the wider implications of change beyond their own area of responsibility Finds ways to make new ideas and systems work and implements them in a positive way Identifies barriers and obstacles to change and works to remove them Networks with stakeholders to generate ideas and explore change opportunities Fails to provide clarity and direction Fails to step up to the leadership role Passes the buck when faced with leadership responsibility Delivers inconsistent messages to the team Provides reasons why change cannot be implemented Says but we have always done it this way Delivers uncontrolled change that is counter to delivery, too much or is not well thought through Does not find ways around obstacles/barriers to deliver the change Doesn t use change management processes to implement change Does not act as a positive role model towards change Works in a silo type way to deliver change Does not take on a wider perspective to change, narrow perspective Intolerance to failure 6
7 Organisational and Strategic Perspective Definition: Clearly sees the bigger picture and demonstrates an in depth knowledge of how their role supports the achievement of organisational objectives and the wider public sector. Creates clear strategies which take into account the external and political context to maximise the opportunity to add value to the community and support economic growth. Link to Strategy: Being able to see the bigger picture and develop strategies which take into account the external and political environment contributes to the achievement of the corporate strategy and the longer term vision for public service. It also enables the organisation to anticipate challenges, understand the changing political environment and put in place plans to ensure that the organisation continues to deliver on its corporate strategy. Understands the organisational structure, objectives and priorities to ensure there is joined up thinking across service areas Actively seeks out information to understand how the different services work and how they link to the corporate strategy Translates and communicates corporate objectives in a practical way to the team to enhance overall performance Focuses on the overall goal of what the team is looking to achieve rather than the task Challenges the status quo in own and other service areas to drive organisational improvement Focuses on delivering the longer term strategic priorities aligning short term objectives to longer term plans Develops an understanding of the wider issues facing the public sector and the impact this will have Recognises when the policy/legislation is in conflict with service priorities and challenges to effect change Regularly reviews policy, process and procedures in line with the corporate vision to improve delivery Identifies issues/trends which may impact or benefit own team s work Understands the priorities of other areas to identify opportunities for partnership/efficient service delivery Focus on the task rather than the overall goal Fails to take into account the wider perspective Doesn t consider how their work impacts on other areas Adopts a one size fits all approach to work Lacks insight into the wider context Takes a short term view Is narrow and silo d in approach Lacks interest/commitment in gaining wider understanding of other stakeholders Significant focus on own team delivery with little regard for other areas Fails to take into account changes in the external environment 7
8 Winning Commitment Definition: Builds positive and trusting relationships with colleagues, partners and customers to get business done. Develops internal and external networks which enable business to be delivered in an efficient and effective way. Encourages collaboration and commitment with various stakeholders to deliver the best in public service. Link to Strategy: Being able to win the hearts and minds of colleagues, focusing their efforts on the delivery of the corporate strategy is key to success. Influencing is critical in a diverse organisation which delivers a variety of different services and adopts a variety of different service delivery models to deliver public service. Uses proposals based on factual data and information to convince others Retains belief in their proposal even when facing opposition from more powerful others Adapts the content, style, message and tone of interaction to the needs and preferences of the audience Sensitive to the diverse views and beliefs that people hold and anticipates and prepares for others reactions based on this understanding Understands their own impact and uses a range of influencing skills and techniques to achieve the best outcomes Identifies key decision makers or people of power and builds positive relationships to influence and gain support Uses chains of indirect influence to build relationships of trust in order to get things done Uses influence rather than hierarchical position to build commitment from a variety of different stakeholders Creates win-win outcomes by developing relationships which will provide mutual, long term benefit Uses a wide variety of influencing skills to achieve the best results with stakeholders Uses positional power to build support Fails to get support for ideas or projects Doesn t build positive relationships with others Believes that good ideas will sell themselves Isn t aware of own impact and creates disharmony Doesn t tailor the delivery of proposals to the audience Insensitive to different views and opinions Listens to defend rather than to understand Uses a one size fits all approach to influencing and negotiating Limited networks internal and external Circumvents the system to achieve own goals 8
9 Analysis and Decision Making Definition: Identifying the key issues, breaking down problems and establishing facts. Using sound judgement to make informed decisions. Creating evidence based strategies and plans which take into account different options, benefits, risks and solutions to make effective decisions even in time critical situations. Link to Strategy: Being able to critically analyse and evaluate information in time pressured situations mitigates the decision making risk for the organisation. Making informed decisions based on evidence ensures that the decision aligns to the overall achievement of the corporate strategy. Clarity of thought is vital to ensuring the continued performance of the organisation. Demonstrates accountability for decision making and reaches decisions in an unbiased way Empowers team members to identify solutions to problems faced and make decisions where appropriate Identifies patterns and trends in information and draws conclusions based on the evidence available Recognises when more information is required to make a decision, critically analysing the data available Identifies and analyses a range of options and assesses the short and long term impacts of the decision Puts the needs of the organisation ahead of the needs of their own area to ensure that objective, sound decisions are made Collaborates with key stakeholders to support or challenge the decisions made for their area Makes timely logical decisions based on risk in a pragmatic way without excessive deliberation of the facts Communicates clear direction to relevant parties on decisions made Records decisions in a manner that is suitable for evidencing for all levels of governance Takes corporate ownership for decisions which have wider implications outside of their area including external stakeholders and partners Only uses information that supports their argument Fails to take into account the wider perspective Limited consideration given to the impacts of a decision Makes decisions in isolation or is inconsistent in their decision making Defers decisions to line managers that fall within their own remit Deliberates for too long over decisions Over consultative Fails to take into account the strategic perspective Lacks confidence in making decisions Constantly changes direction based on challenge Fails to critically analyse the information available Relies too heavily on gut instinct Doesn t use robust analysis to make informed decisions Goes for the path of least resistance Endlessly takes into account the strategic perspective at the cost of short term deliverables. 9
10 Creativity & Innovation Definition: Standing back from the detail, taking a broader perspective and developing new ideas to take the organisation forward. Creating strategies and plans which take into account innovative, new approaches which are being trialled in other sectors and industries. Link to Strategy: Leaders will seek to develop strategies and plans for their area which break existing patterns of working when it improves the service. The ability to look across and outside of the organisation by taking a broader perspective will be key to ensuring functional boundaries do not create a barrier to success. Encourages a culture of innovation by genuinely listening to ideas and allowing time to be creative Creates time and space for thinking for self and team Thinks outside the box even if this sometimes may go against popular opinion Identifies patterns and trends when looking at situations or data and uses the information to generate ideas/solutions Actively encourages ideas from staff using these ideas to inform their own thinking, developing proposals to take forward at a senior level Reviews working practices and comes up with ideas to improve the way the service is delivered Works with others and seeks the opinions of others to reach a creative solution Challenges the status quo and acts against the way things have traditionally been done to identify new ways of delivering service Allows for failure, fails fast and embeds any learning in the organisation Uses ideas that have improved business performance in other businesses/sectors and adapts them to suit the organisation Sees beyond the current business model to envisage new ways of delivering public service Delivers pragmatic outcomes to achieve results Gets too involved in the detail Takes a short term view with no longer term focus Always applies the same concept/approach irrespective of the situation Risk averse and narrow approach Always re-inventing the wheel Misses opportunities to use alternative delivery models Contributes to a culture of inaction Creates a punitive environment for risk taking Rigid in approach/resistant to new ideas Avoids considering different approaches Says we have always done it this way satisfied with the status quo 10
11 Delivering Results Definition: Being energetic and tenacious in the achievement of goals. Takes initiatives which often involve calculated risks and demonstrates the personal drive to do things better, more effectively, and in a way that exceeds goals and targets. It includes looking for new challenges and not being satisfied with the status quo but not making change for change s sake. Link to Strategy: A strategy is only as good as its implementation and delivery. Delivering results is about making things happen and driving performance. Constantly displays a passion for delivering and striving to exceed Understands how their role leads on achieving corporate goals and objectives Organises their work and the work of their teams to ensure optimum delivery Actively agrees the responsibilities and accountabilities of all team members holding them to account for the delivery of work Consistently monitors performance of service and takes action to address any shortfalls Responds to pressures by prioritising and re-prioritising service deliverables supporting the decision if challenged Seeks feedback on a regular basis from others to measure progress of plans Takes ownership for achieving results against performance objectives/plans Leads on key projects ensuring that all project members are clear on their responsibilities and tasks Collaborates with others using resources efficiently to achieve the best results for the organisation Satisfied with mediocre achievement Gives in when faced with barriers or obstacles Focuses on non value added measures of performance Fails to measure performance Fails to take action to address underperformance Lack of concern for improving performance Sets easily attainable objectives Makes change for changes sake Keeps going with a project that is clearly failing 11
Our purpose, values and competencies
Our purpose, values and competencies Last updated October 2013 The work we do and how we behave and carry out our work at The Pensions Regulator are driven by our purpose, values and competency framework.
More informationLeadership Competency Framework
This competency framework is designed to develop the capabilities of leaders and managers at the Open University to improve the quality of leadership provided to staff to ensure the University successfully
More informationCompetency framework wea.org.uk
Competency framework 2018 wea.org.uk Competency Framework 2018 Welcome to the WEA competency framework The WEA competency framework supports our overall goals and sets out how we want people in the WEA
More informationWales Millennium Centre Behavioral Competencies Framework 1
Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out
More informationCHARACTER ELSEVIER COMPETENCY FRAMEWORK
CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationCITB-ConstructionSkills BEHAVIOURAL COMPETENCY FRAMEWORK
STRATEGIC AWARENESS Definition The ability to stand back and think about the broader perspective in order to visualise the way forward. Thinks ahead and plans for the future Continuously looks for better
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationBehavioural Attributes Framework
Behavioural Attributes Framework There are eight attributes in the University of Cambridge Behavioural Attributes Framework: Communication; Relationship Building; Valuing Diversity; Achieving Results;
More informationCity of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council
City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council 1.CM.250 Issue 3 Nov-2014 Process Owner: Organisational Development Team Authorisation: Deborah Morley Page
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationCOMPETENCY FRAMEWORK
COMPETENCY FRAMEWORK Version Produced by Date 1.0 Claire Salter 15.02.2016 MESSAGE FROM THE BOARD The key to success within any organisation is how we recruit, retain and develop our staff. How each individual
More informationJob Description. Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.
Job Description Job title: Reports to: Head of Resources Chief Executive Officer Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.5 working
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationLeadership Behavioural Competencies Somerset County Council October 2011
Leadership Behavioural Competencies Somerset County Council October 2011 The Somerset Context We are as ambitious as ever for Somerset s future its place, its economy, its people. However, our context
More informationNS&I Consolidated Competency Framework. Setting Direction Engaging People Delivering Results. Communication. Team Working
NS&I Consolidated Competency Framework Setting Direction Engaging People Delivering Results Leading Others Acting as a positive role model for NS&I s values and behaving with integrity by reinforcing positive
More informationDelegated Authority Level 5. Human Resources Department. Job Purpose
Post: Delegated Authority Level 5 Team: Responsible to: Responsible for: Human Resources Department Director of HR & OD Recruitment Administrators X Job Purpose To take a lead role in managing and developing
More informationCHRISTIAN AID GLOBAL COMPETENCY MODEL
CHRISTIAN AID GLOBAL COMPETENCY MODEL Christian Aid s global competency model describes the main skills and abilities that everyone needs to demonstrate in order to perform effectively in their role at
More informationPolicing Professional Framework Personal qualities
Policing Professional Framework Personal qualities Executive (ACPO / Force Command Team) Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests.
More informationKey Competences Which behaviours should you be looking for?
Key Competences Which behaviours should you be looking for? www.bucksandberks.co.uk Key competences: Which behaviours should you be looking for? When carrying out employee reviews, it can be hard to know
More informationIntroduction - Leadership Competencies
Introduction - Leadership Competencies The leadership framework is closely linked to the Centrica values - trust, pride, challenge, support and passion for customers. The behavioural indicators for each
More informationTHE ECB CAPABILITY FRAMEWORK: THE COMPETENCIES
THE ECB CAPABILITY FRAMEWORK: THE COMPETENCIES Table of Contents Introduction to the ECB competency model... 3 The nine ECB behavioural competencies - definitions... 6 Collaborating and communicating...
More informationCBI SKILLS FRAMEWORK. Interpersonal The ability to interact with others positively and constructively to support completion of work
CBI SKILLS FRAMEWORK Managing & leading others The ability to manage and lead others collaboratively, inclusively and inspirationally to create a high-performance culture within the CBI Planning & organisation
More informationJob Description GB Head Coach
Job Description GB Head Coach Responsible to: Responsible for: Office location: Term: Salary: Performance Director GB and England National Coaches The National Badminton Centre, Loughton, Milton Keynes,
More informationJOB DESCRIPTION. Head of Internal Communications and Engagement
JOB DESCRIPTION Job Title: Department: Section: Reports to: Head of Internal Communications and Engagement Strategy and Performance Policy and Communications Director of Policy and Communications Line
More informationBC Assessment - Competencies
BC Assessment - Competencies This document provides a list and description of all of BC Assessment s core competencies, as well as the level of competency required for a given position, as defined in each
More informationViridor Core competencies edition
Viridor Core competencies 2014 edition Giving the world s resources new life Challenge for change The world is changing. Once there was waste. Now there are valuable resources society must challenge itself
More informationGeneral Manager Finance. Purpose of the Finance & Corporate Service Team. Position Purpose. Key Accountabilities
General Manager Finance Reports To: Number of Direct Reports: Ca 3-4 Delegation of Financial Authority: Chief Executive Purpose of the Finance & Corporate Service Team "[Insert Delegation Information here]"
More informationPolicy & Procedure : Job Banding & Competency Framework
Policy & Procedure : Job Banding & Competency Framework Document owner: Personnel Manager Document version: V1 Document status: Agreed SMT Date: 1 September 2008 1. Background This Policy & Procedure is
More informationGetting Things Done Insight and Awareness Working Together Accountability Achieving goals Prioritising & Planning Learning & Change
Competency Framework At UP Projects we have a competency-based approach to staff recruitment, performance review and development. The Framework underpins the culture of the organisation and adds to what
More informationInternal Management Consulting Competency Model Taxonomy
AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.
More informationBBC Finance Competencies. BBC Finance Competencies June 2012 Page 1 of 8
BBC Finance Competencies BBC Finance Competencies June 2012 Page 1 of 8 Purpose The Finance Competency framework has been designed to provide a basis for assessing individuals during recruitment, development
More informationLeadership Success Factors
SEES THE BIGGER PICTURE Has a good head for business. Is commercially aware. Knows how to make money and save money. Is close to their customers and as a result of this spots opportunities. Is profit focussed
More informationOUR UNIVERSITY CONTRIBUTION
OUR UNIVERSITY CONTRIBUTION OUR UNIVERSITY CONTRIBUTION By always VALUING PEOPLE Leading myself and others Working together as a team ACHIEVING THE VISION... Delivering great service Taking a professional
More informationNORTHUMBRIA POLICE ICF COMPETENCIES
NORTHUMBRIA POLICE ICF COMPETENCIES What is ICF? Since May 2007, the new Integrated Competency Framework (ICF) has applied to all recruitment process within Northumbria Police. The Integrated Competency
More informationDirector Property Services
JOB DESCRIPTION Director Property Services ROLE TITLE SECTION/DIVISION: REPORTS TO: Director Property Services Property Services Chief Operating Officer DIRECT REPORTS (FTE): 4 INDIRECT REPORTS (FTE):
More informationRespect Innovate Support Excel
SRUC Shared Values The work of every employee at SRUC contributes to the achievement of our strategic outcomes, it is therefore important that we all have a clear understanding of what our role is and
More informationScripps Core Competencies
Scripps Core Competencies April 2012 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances
More informationManagement Drives. Introduction
Management Drives Introduction Management Drives - Summary 2 Management Drives is a powerful approach to individual and team development. The system provides a genuine awareness of your: Drives: those
More informationChief Constable of Cleveland Police
Chief Constable of Cleveland Police JOB DESCRIPTION Job Title Service Unit Team Responsible to Salary Range Vetting Status Chief Constable Cleveland Police Cleveland Executive Team Police and Crime Commissioner
More informationSUCCESS FACTORS THE WAY WE WORK LEADERSHIP/ MANAGEMENT & SPECIALISTS
SUCCESS FACTORS THE WAY WE WORK LEADERSHIP/ MANAGEMENT & SPECIALISTS 2 It s up to leaders like us to make sure this business continues growing. Being ambitious for ourselves and our business is something
More informationFairness Productive Strategic Business Focus Value-driven authentic behaviours. Openness Lean Customer Focus Cross-functional working
livin Board Members Role Profile, Competency Framework and Person Specification Purpose of the Role Board Members are responsible for the overall governance and strategic direction of the business, committing
More informationInspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison
Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes
More informationIPDS. Green Book Employees. An Integrated Performance Management, Pay and Grading System. Behavioural Framework Supervisory Level
An Integrated Performance Management, Pay and Grading System Behavioural Framework Supervisory Level Making West Midlands Safer Prevention Protection Response www.wmfs.net Supervisory Level Employees operating
More informationRecruitment pack LEWISHAM HOMES TWITTER LINKEDIN ONLINE PHONE. lewishamhomes.org.uk/ careers. bit.
Recruitment pack LEWISHAM HOMES PHONE 0800 028 2 028 or 020 8613 4000 ONLINE lewishamhomes.org.uk/ careers EMAIL hr@lewishamhomes.org.uk TWITTER # lewishamhomes LINKEDIN bit.ly/lhlinked RECRUITMENT PACK
More informationDEAF DIRECT: Performance Management Policy: April Performance Management Policy
Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance
More informationLeadership Competency Framework
Leadership Competency Framework Leadership Competency Framework 1 The Leadership Competency Framework is an initiative of the People and Culture Thematic Map under the Capability building supports individual
More informationUNAIDS SECRETARIAT COMPETENCY FRAMEWORK
UNAIDS SECRETARIAT COMPETENCY FRAMEWORK UNAIDS / JC1808E (English original, October 2010) Joint United Nations Programme on HIV/AIDS (UNAIDS) 2010. All rights reserved The designations employed and the
More informationUniversity of London Competency Model. Consolidated August 2018
University of London Competency Model Consolidated August 2018 Competency Model What is a competency: A competency is a behaviour specifically chosen because of its ability to differentiate performance
More informationCandidate Pack. Director of
Candidate Pack. Director of Development and Asset Management Director of Development & Asset Management 18 May 2018 Page 2 Hello and welcome to Growth and Business Development at Karbon Homes! Here at
More informationCOMPETENCY ASSESSMENT QUESTIONNAIRE
COMPETENCY ASSESSMENT QUESTIONNAIRE FOR ROLE: DIRECTORS NOVEMBER 2010 INTRODUCTION TO THE COMPETENCY ASSESSMENT QUESTIONNAIRE Purpose The Competency Assessment Questionnaire (CAQ) is designed to assess
More informationRole and person profile
Role and person profile Post title: Director of Regulation Location: Manchester Business Area: Research and Compliance Department: Compliance Reports to: Director of Research and Compliance Responsible
More information1. Skills Development
Competency Guide 1. Skills Development Ability to demonstrate commitment to ensuring a balance between national, regional and local delivery that fits with the expectations of our customers, our partners
More informationHafan Cymru Job Description
Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationCompetency Framework
Competency Framework Revised June 2014 Page 2 of 12 Introduction What are Competencies and how are they used? A competency is an ability, skill, knowledge or trait that is needed for the successful performance
More informationGENERAL COMPETENCIES. Feb 2018 Revision
GENERAL COMPETENCIES Feb 2018 Revision Revisions 2018: Security mindedness added to GEN 01B, GEN 02A, GEN 03D, GEN 09B and GEN 10D GEN01 Competency The civil engineering industry, Chartered ICES, and the
More informationJob title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:
Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring
More informationLevel 1 Frontline Staff
Level 1 Frontline Staff Clearly understands own job requirements and how they link to the roles of others Discusses and agrees on individual objectives in line with team goals Consistently behaves fairly
More informationSUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS
SUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS 2 It s people like me and my colleagues who can make a difference through what we do, every day. Contents Our Success Factors 3 Introduction to our values 4-5
More informationRisk Culture. Reflections of Risk Managers March Sally Bennett Managing Director Enhance Solutions
Risk Culture Reflections of Risk Managers March 2013 Sally Bennett Managing Director Enhance Solutions The Think Tank As Risk Managers we are tasked with the objective to embed a risk management culture
More informationEd.D. in Organizational Leadership Core Leadership Understandings. Program Competencies
Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership
More informationANA Adopted Values and Associated Behaviors. May 27, 2015
Background ANA Adopted Values and Associated Behaviors May 27, 2015 - Values work launched at the February Directors Retreat. - A Values work group (Directors) determined and recommended a draft of 5 ANA
More informationCompetencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
More informationDeputy Manager (Complex Needs) Islington Mental Health Services. Frontline Staff, Volunteers & Peer Mentors
Post: Deputy Manager (Complex Needs) Delegated Authority Level 6 Team: Responsible to: Responsible for: Islington Mental Health Services Service Manager Frontline Staff, Volunteers & Peer Mentors Job Purpose
More informationCOMMUNICATIONS STRATEGY
COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).
More informationAssistant Director Community Operations Role Profile
Assistant Director Community Operations Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities
More informationCOMPETENCY FRAMEWORK POLICY
COMPETENCY FRAMEWORK POLICY 1. INTRODUCTION The primary purpose of the Competency Framework is to ensure that employees are competent to carry out the tasks required of them as described in their Job Description.
More informationOECD CORE COMPETENCIES
OECD CORE COMPETENCIES The OECD Competency framework comprises core competencies which are presented in three clusters as shown below. The blue cluster groups the delivery related competencies, the purple
More informationPositive Workplace Behaviours Guidance
Positive behaviours in our workplace enable us to make a positive difference to the lives of everyone. How well we behave in our organisation is central to how well we deliver better services. Great results
More informationINFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES
19 October 2011 INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES This guide should be read in conjunction with the Administrative Directive on Performance Management
More informationAGC Leadership Competencies
Revised in 2015 Oct. AGC Group Corporate HR 1 What AGC Ask Leaders to Accomplish - The Concept of - AGC considers that an effective leader is the person who: Has the courage to challenge the existing order
More informationCAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK
CAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK INTRODUCTION TO THE CAPABILITY MATRIX This handbook is intended to help you understand the Capability Matrix and how it will be used at UoN. The Capability
More informationThe Power of People. Our University Our Future Our People
The Power of People Our University Our Future Our People 2016-2021 The Power of People The Power of People builds on the significant achievements of Talent First, the University s People Strategy 2013-2015,
More informationSCHOOL: Barclay Secondary School, Waltham Forest, London, E5 Opening L13 L17 additional allowance for an exceptional candidate
SCHOOL: Barclay Secondary School, Waltham Forest, London, E5 Opening 2017 POST: SCALE ALLOWANCE: Deputy Head Teacher L13 L17 additional allowance for an exceptional candidate RESPONSIBLE TO: Advisory Body
More informationHuman Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
More informationOur vision is: New Zealand values the wellbeing of tamariki above all else.
POSITION DESCRIPTION Oranga Tamariki Ministry for Children Title: Group: Reports to: Location: Direct Reports: Budget: Adoption Social Work Supervisor Care Services Regional Team Leader Adoption Service
More informationHartlepool Borough Council. Job Description & Person Specification. Assistant Director (Corporate Services)
Hartlepool Borough Council Job Description & Person Specification Job Title: Reports to: Assistant Director (Corporate Services) Director of Finance and Policy Role Remit & Responsibilities Purpose of
More informationOur vision is: New Zealand values the wellbeing of tamariki above all else.
POSITION DESCRIPTION Oranga Tamariki Ministry for Children Title: Group: Reports to: Location: Direct Reports: Budget: Supervisor Social Worker Services for Children and Families Site Manager As specified
More informationCapitalizing on the Difference Between Project Management and Project Leadership
OPERATIONAL EXCELLENCE Capitalizing on the Difference Between Project Management and Project Leadership BY FARA LEVINE AND DANIELLE JOINER-MCPHERSON 28 FALL 2013 Are you working with project managers or
More informationDemonstrates understanding of the key factors within HE impacting upon their own and interfacing areas* and/or specialisms+
Strategic Thinking & Perspective Is able to think strategically, envisioning the future of their area* and/or in and beyond the context of College/Division strategy and the strategy Demonstrates understanding
More informationWhat are the common and unique Public Service competencies?
ISBN 0-478-24459-2 June 2004 HR Framework: Building capability for public service What are the common and unique Public Service competencies? Competencies are defined as knowledge, skills, attributes and
More informationThe Bexley Performance Management Scheme. Guidance notes for Schools
The Bexley Performance Management Scheme Guidance notes for Schools This guidance supplements the attached document, The Bexley Performance Management Scheme, dated April 2011. References in the guidance
More informationIML 360 O Feedback Survey
IML 360 O Feedback Survey MANAGE AND LEAD OTHERS PREPARED FOR Steven Smith Smith Enterprises 1 August 2017 Page 0 Institute of Managers and Leaders (Group) Limited ACN: 163 376 921 Reproduction of this
More informationPrincipal Business Analyst
Principal Business Analyst Leadership level Leading Others Job level 5 Job family Division / department Reports to manager job title Number of direct reports Financial accountabilities Key relationships
More informationCompetency Framework & Dictionary of Core Competencies
Example of a Customized Competency Framework & Dictionary of Core Competencies Completed for a client of Workitect, Inc. Please contact us for additional information about this project and the HR implementation
More informationBuilding a Culture for Success
Building a Culture for Success A guide for staff at the University of Nottingham on our expectations and behaviours for success If you have any questions, please contact the HR Department: t: +44 (0)115
More informationTHE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture
denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing
More informationHead of Registration Social Work England
Reference number: SWERQA10 Head of Registration Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 2 July 2018 Interviews w/c 16 July 2018 1 Contents About Social Work England...
More informationThe New Leader. 3 Days. Introduction
The New Leader 3 Days Introduction We have a wealth of experience at handling day to day management issues and are now ready for a bigger challenge. Are there extra skills they need to acquire to prepare
More informationCompetency Dictionary
HARVARD UNIVERSITY Competency Dictionary ver. FY14 Welcome to the Harvard University Competency Dictionary. Here you will find a list of competencies that Harvard values in their employees. Please click
More informationAdditional Behaviours for 1 st level line managers in humanitarian response
RESOURCE 1: CBHA Core Humanitarian Competencies Framework with Limiting Behaviours Competency managers in Understanding of contexts and application of principles Key issues and practices impacting current
More informationSUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER
Business Unit Human Resources Band 2 Work Code HRTEAMMR People Mgr/Ind Contrib PM Direct Expense n/a Generic Role Title Delivery Manager Strategic Sourcing CAPEX n/a Market Role Title Strategic Sourcing
More informationEngaging Health Staff. An Introduction
Engaging Health Staff An Introduction Page2 CONTENTS FOREWARD Page 3.What Is Staff Engagement? Page 4..Health Policy Content Page 5..National Staff Engagement Forum Page 6..Why is Staff Engagement important
More informationBotswana Power Corporation (BPC)
Botswana Power Corporation (BPC) Operations Job Specification Position: Template: Technical Services: Senior Engineer (Telecommunications) Business Unit: Print Date: 25 Oct 2017 Page 1 of 8 Position Particulars
More informationAssistant Director Major Infrastructure Programmes Role Profile
Assistant Director Major Infrastructure Programmes Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities
More informationGSR Competencies: Head Of Profession Behavioural Indicators
GSR Competency Positive and negative Behavioural Indicators Policy and delivery focus For HoPs, the customer in this context includes the department, GSRU and junior social researchers within the department.
More informationThe practice of constantly assessing personal knowledge and skills and following paths for improvement. have been done by
Selection Process Rubric PERSONAL DOMAIN Personal competencies refer to the qualities, characteristics and attitudes necessary to achieve personal and system goals Continuous Growth The practice of constantly
More information